The path to launching an on-site clinic demands hard work, dedication, and a strong commitment to establishing an effective partnership with your on-site clinic vendor.

A Strategic Guide to Planning and Launching an On-Site Clinic

The path to launching an on-site clinic demands hard work, dedication, and a strong commitment to establishing an effective partnership with your on-site clinic vendor.

We hope that this guide will serve to answer any questions you have about the planning and launching process, and prepare you for the transformation an on-site clinic should drive within your organization.

We hope that this guide will serve to answer any questions you have about the planning and launching process, and prepare you for the transformation an on-site clinic should drive within your organization.

Want a sneak peek? Let’s take a look at what you can expect to find in our new eBook.

Chapter 1: What questions should I be asking as I consider an on- or near-site clinic?

Who’s involved? Core decision-making team (HR leader, CFO, and CEO).

What’s exciting? You get to improve employee health and reduce costs for your organization with one effective solution.

What’s challenging? An on-site clinic demands a significant investment of time and resources to reach your end goals.

Deciding if this approach to healthcare is right for your organization typically begins with an HR leader or CFO. In some cases, an organization’s carrier may offer an on-site clinic as part of their plan. At this early stage, a decision-making team is formed, typically made up of a benefits manager, CEO, CFO, and HR leader.

This is a transformative process.

It starts with the intent to solve a problem: rising healthcare costs. But cost-reduction is only one outcome of an on-site clinic. The real power of this approach is the overall improved health and well-being of your employees and their families that will drive lower claims, and determine the success of your on-site clinic.

Here are some potential questions you should ask in these early stages:

What kind of return on investment should my organization expect?

How should we define engagement?

How will the health and well-being of my employees and their families improve?

How will my organization’s overall healthcare costs be reduced?

What engagement incentives are available to align with my organization’s goals?

Answers to these questions will determine how your organization’s values align with potential vendors. You want to know that your partner agrees with your vision for better outcomes.

Think about where you want to be in five years. Moving forward with this model is an indication you’re willing to commit the necessary resources to do what is best for your organization — and that starts with what is best for your employees.